Toyota Kaizen Patterns & Basic Stability:

Toyota Kaizen Patterns & Basic Stability: Some observations and reflections on TPS

Art Smalley President Art of Lean, Inc.

© Art of Lean, Inc.

Presentation Outline

•Introduction •The Need for Basic Stability •TPS Development Timeline •Patterns of TPS / Kaizen •Scientific Method •Suggestions •Final Q&A

© Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

The Need For Basic Stability Customer

Process

Process

Availability 100%

Availability 70%

Quality 100%

Quality

C/O Flexibility 100%

C/O Time = 1 hour

Ideal!

Process

93.5%

Reality…

Of course an ideal process would have no problems but who has that situation in their facility?


TPS development timeline Influences Mass Production moving conveyor lines Scientific Principles Of Management

TPS Development Automotive Company

Looms

1902

1937

1950

Kiichiro Toyoda

Eiji Toyoda

2009

1973

Standardization Of Parts

Sakichi Toyoda

Taiichi Ohno

Fujio Cho

Guess what – it did not just happen overnight! © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

TPS Summary* 1945-1965 Topic / Dates 1. Process flow

JIT

2. Conveyance 3. Set up Reduction 4. Kanban 5. Purchase Parts Management 6. Ordering System

Jidoka

7. Production Instruction 8. Multi-Process Handling & Standardized Work

9. Visual Control & In Process Control

1945-55

1955-65

’50 Machining and Assembly Line Flow

’55 Engine to Vehicle Plant Flow

’50 Machine Shop Flow

’60 Intra Plant Flow

’53 1-4 Material Handling Call System

’60 Intra Plant Time Delivery

’55 Fixed quantity unfixed time based system ’50 1-4 Hour Set Up Time

’62 15 Minute Average C/O (New Technology – Danly Stamping Presses)

’48 Replenishment pull pilot

’62 Company wide pull established

’53 Machine shops implement pull & level scheduling ’55 Fixed quantity delivery control system ’65 Adoption of supplier kanban ’55 Monthly Production Plans ’57 Adoption of Sequence List ’63 JIT Production Instruction Signals ’47 1 Man 2 Machines

’53 Standardized Work

’49 1 Man 4 Machines

’55 1 Man 7 Machines (average in machine shop)

’50 Andon lights on engine assembly line ’62 Full work control system / Pokayoke

*Source: 創造限りなくトヨタ自動車５０年史. Toyota 50 Year History Published 1987 © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

TPS Summary* 1965-1985 Topic / Dates 1. Process flow

JIT

2. Conveyance 3. Set up Reduction

1975-85

’75 Synchronization of Flow Between Plants ’75 Development of Equipment for Flow Production ’70 All Plants on Call Conveyance Method ’77 Cross Docking Methods

’83 Review from Sales to Manufacturing

’71 3 Minute Average C/O Press Machines ’75 Single Minute C/O Machines at Suppliers

4. Kanban

’77 Kanban Auto Sorting and Reading

5. Purchase Parts Management

’77 Bar Code Reader for Supplier Kanban

6. Ordering System 7. Production Instruction

Jidoka

1965-75

8. Multi-Process Handling & Standardized Work

9. Visual Control & In Process Control

’65 10 Day Order Entry System

’74 New Order System

’70 Daily Order Entry System

’85 Lead Time Reduction Project

’71 Development Plant Production Instruction Signals ’80 Adoption of Automatic Signals

’86 New Technology System

’75 Company Wide Standardized Work

’66 Full Automated Machining Lines (JIT & Jidoka Fulfilled Kamigo Model Plant)

*Source: 創造限りなくトヨタ自動車５０年史. Toyota 50 Year History Published 1987 © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

First TPS Manual 1973 “Practice over theory” Managing Director

Ohno Taiichi

1. TPS is a series of related activities aimed at elimination of waste in order to reduce cost, improve quality, and improve productivity. 2. Scientific Mindset: On the shop floor it is important to start with actual phenomenon and search for the root cause in order to solve the problem. In other words we must emphasize getting the facts.. First TPS Manual. 1973 Education & Training Department

3. In problem solving the purpose must be made clear…in Kaizen the needs must be made clear. © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Sample early training courses in Toyota (1950’s forward) •

•

•

• • •

Training Within Industry (TWI) Courses - Started in 1951 & its influence continues today 1. Job Instruction 2. Job Relations 3. Job Methods -- Replaced in 1955 by the P-course training 4. Job Safety -- Internal version added by Toyota to the above courses Various “P-Courses” taught by Mr. Shingo – Started in 1955 and continued until 1980 taught on average 3 times per year mainly on: 1. Motion analysis 2. Time study analysis 3. Operational analysis 4. Process analysis TQC related courses (Starting around 1962 with the TQC program) 1. QC Circle activity 2. Basic problem solving 3. Statistical quality control Standardized work – established in the early 1950’s and refined up until1978 Kaizen training course – formalized in 1978 and replaced the P-course Role of a Supervisor – formalized in 1970 and continues today 1. Role of a Team Leader 2. Role of a Group Leader


TPS Kaizen Patterns (e.g. “Method”) • Three main types (and many derivatives…) 1. Man 2. Material

Method

3. Machine


Generic Automotive Plant Components Engines -Casting -Forging -Machining -Assembly

Vehicle Plant Stamping

Body Weld

Paint

Plastic Injection Final Assembly Line

Transmission

Chassis

Relatively Machine Intensive Relatively People & Material Intensive


Parts Suppliers

Process Based Layout In Ohno’s Machine Shops Mills

Lathes

Gear Cutter

Grinder

WIP

WIP

WIP

WIP

WIP

WIP

•Build up of WIP between stations and departments •Over-production of wrong items / under-production of needed items •Specialized operators only ran one type of machine •Hard to realize productivity gains / work un-balanced •Defects were hidden •Down time problems were not obvious •Lot’s of “busy” work but too little value added work


Conversion To Product Flow In Ohno’s Machine Shops Crank Shaft Line

Mill

Lathe

Lathe

Heat Treat

Grind

Measure

•Stop overproduction. Avoid build up of WIP between stations •Build in quality at the source •Level the quantity produced on a daily basis (don’t over-produce or under-produce) •Pull production based upon downstream demand not a push •Operators run more than one type of machine (multi-machine handing & multi-skilled) •Work load balanced to takt time and adjusted monthly •Defects are surfaced rapidly and dealt with as they happen (ideal case) •Down time problems are surfaced and dealt with as they happen (ideal case) •Reduction of waste in the overall sense and total system productivity gain


1950’s Line Conversion Example


Manpower Related Kaizen Basic Items •Time Study •Motion Analysis •Work Element Analysis Advanced Items •Standardized Work & Kaizen


Time Study


Motion Study Frank & Lillian Gilbreth (Therbligs)

HOLD © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Work Elements & Analysis Unit Job Level

Task Level

Assemble A&B

Main Steps

Assemble C&D

Motion Detail Stretch arm

Set A & B together Pick up driver Fasten tight

Make Widgets

Work Element

Insert screw

Grasp driver Lift & disengage Pull down

Tighten screw

General level

Minute details © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Work Elements Worksheet No.

Work Elements

Safety

Distance Dimension

Quality

Ease

W W W h h h y a e t r e

W W H h h o e o w n


Improvement Ideas

E CRS

Standardized Work (More Advanced) Definition: a document centered around human motion that combines the elements of a job into the most effective sequence with minimal waste to achieve the most efficient level of production possible under current conditions.

Actual Standardized Work in TPS

3 Requirements

-Repetitive cyclical work -High process and part quality -Low equipment downtime

3 Elements

-Takt time -Work sequence -Standard work in process

3 Forms

-Process capacity sheet -Standardized work combination table -Standardize work chart


Standardized Work Forms


Standardized Work & Kaizen (Monthly Cycle)

1. Clarify the Goal 6. Evaluate the New Method

2. Analyze the Current Situation

5. Implement the Plan

3. Generate Original Ideas 4. Develop Implementation Plan © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Toyota Machining Line 1950 versus 1990

•1945 Machine Tool in Toyota •1 Person operates 1 machine •Low Productivity / Low Quality

•1990 Machining Line in Toyota •1 Person operates 20+ machines •High Productivity / High Quality

Toyota Supplier


Kaizen Patterns • Three main types (and many derivatives…) 1. Man 2. Material

Method

3. Machine


Generic Automotive Plant Unit Plants Engines


Body Weld

-Casting -Forging -Machining -Assembly

Paint


Transmission

Chassis



Parts Suppliers

Material & Information Flow Analysis (MIFA/VSM) Takt Time Flow

-Material -Information

Inventory Process Info Lead-time


Learning To See 1. What is takt time? 2. How to create flow? 3. Where is the pacemaker? 4. How to implement pull? 5. Make to order to make to stock? 6. How to level production? 7. What pitch increment? 8. How to improve process flow?

1. Which products should you hold in a finished-goods inventory, and which to stock? 2. How much of each product should you hold in finished goods? 3. How will you organize and control the finished-goods store? 4. At what single point will you schedule the value stream? 5. How will you level production at the pacemaker? 6. How will you convey demand to the pacemaker 7. How will you manage information and material flow upstream? 8. How will you size your markets and trigger withdrawal pull? 9. How will you control batch processes upstream from the market? 10. How will you expand the level pull system across the facility? 11. How will you sustain your level pull system? 12. How will you improve your level pull system?


Kaizen Patterns • Three main types (and many derivatives…) 1. Man 2. Material

Method

3. Machine


Generic Automotive Plant Unit Plants Engines


Body Weld

-Casting -Forging -Machining -Assembly

Paint


Transmission

Chassis



Parts Suppliers

Old Toyota Machines 1950’s – 1960’s

Cincinnati Milling Machine

Toyoda Transfer Machine

Danly Stamping Press

Automated Body Welding Machine © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Machine Related Workshop

Problem Solving 101 1,600 1,200 800

Machine Capacity*

Customer Demand*

Gap = 400

Actual Output*

*Per Shift in this example © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

WHY?

Analytic Thinking (1/3) 1. Classify and organize (MECE*) 2. Quantify the observations 3. Specific details Breakdowns Availability Equipment** Uptime Problem

Changeover time Cycle time losses

Performance Minor stops Scrap or rework Quality Yield losses

*Logic principle of Mutually Exclusive and Collectively Exhaustive **Machine focus example (not Man, Material or Method focused) © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Analytic Thinking (2/3) 1. Classify and organize (MECE) 2. Quantify the observations 3. Specific details Units per shift

648

100

20

65

248 30

20

Net loss Per shift 38.3%

13

400

Losses!

61.7%

GC1444 Capacity

Breakdowns

Change Over

Cycle Time

Minor Stops

Scrap

Rework


Actual Average Output

Analytic Thinking (3/3) 1. Classify and organize (MECE*) 2. Quantify the observations 3. Specific details

Units Per shift

648

100

Top 3 Problems 1. Proximity Switch Failures 2. Part Jams 3. Probe Faults

GC1444 Capacity

•Correct switch? •Alter bracket? •Strengthen? •Move location? •Eliminate switch? •Other?

Breakdowns


1. Breakdowns and Problem Solving Pareto’s Curve Graph # of incidents

Cause and Effect Diagram (%) Man

Machine

Problem

Method

Material

Type of incident

The same type of rigor that is used in “quality” problem solving should be applied to “machine breakdown” problem solving…


2. Set Up Reduction For Changeover Set Up Reduction Worksheet

Line Name Part Name Process Name No.

(Work element analysis, time study, problem identification sheet) Machine Name

Main Set Up Work Elements

Part Number Time Study Start

End

Total

Category Int.

Ext.

1 2 3 4 5 6 7 8 9 10 11


Problem Point

Countermeasure

3. Machine Cycle Time Study Illustrative Example 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Automatic doors open Remove part from machine (or auto eject, etc.) Load next part Clamp part / Coolant on Table index Grinding wheel on (or tool rotates, etc) Rapid feed advance Air cut Rough cut Dwell Finish cut Air cut Rapid feed retract Table return / Coolant off / Air blow Unclamp part Automatic door open – Repeat cycle

2” 2” 2” 3” 3” 4” 4” 2” 18” 2” 20” 2” 4” 4” 2” 76”


Usually not all of the machine cycle time is value added…

4. Minor Stops (Machining example) 1. 2. 3. 4. 5. 6.

Cutting chips on fixtures Limit or proximity switch problems Part jamming Operator adjusting “something” Confusion of on-line and off-line work for operator Etc.


5 & 6. Scrap and Yield Losses (Machining Example)

1. 2. 3. 4. 5. 6. 7.

Process Capability

8. 9. 10. 11. 12. 13. 14.

What is the actual capability of the process? Which dimension is in trouble? By exactly how much? Since when? How is the condition of the tool? Where is the datum? What is its condition? How is the part located and clamped? How is the part measured and gauged? What is the condition of the various fluids (coolant, oil, grease, etc.) What is the actual machining cycle? What mechanical interference might be occurring? What is misaligned in the machine – how much? What is the condition of the spindle head / bearing unit (e.g. run out) How is the tool holder condition? How good is the incoming material? What else is worn that can cause variation?


TPS Summary 1973 “Practice over theory” Managing Director

Ohno Taiichi

1. TPS is a series of related activities aimed at elimination of waste in order to reduce cost, improve quality, and improve productivity. 2. Scientific Mindset: On the shop floor it is important to start with actual phenomenon and search for the root cause in order to solve the problem. In other words we must emphasize getting the facts.. First TPS Manual. 1973 Education & Training Department

3. In problem solving the purpose must be made clear…in Kaizen the needs must be made clear. © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

TPS is built on the scientific way of thinking*…

*Quote by Taiichi Ohno. Graphic and comment by Hajime Ohba Toyota Supplier Support Center

1. 2. 3. 4. 5. 6. 7.

General Scientific Method Define the question / make observations Gather information and facts Form hypothesis Perform experiment and collect data Analyze data Interpret data and draw conclusions Summarize results

1. 2. 3. 4. 5. 6.

TPS Basic Problem Solving / Kaizen Define the problem / opportunity Analyze the causes Set a goal Implement the action items Check the results Follow up / Standardize


Comparison Scientific Method*

Problem Solving*

Kaizen Steps*

•Make Observations

•Define Problem

•Clarify the Goal

•Gather Information

•Analyze Causes

•Analyze Situation

•Form Hypothesis

•Set a Goal

•Generate Original Ideas

•Perform Experiment to Test Hypothesis

•Implement Corrective Action Items

•Develop an Implementation Plan

•Analyze Data

•Check Results

•Implement Action Items

•Draw Conclusions & Summarize

•Follow Up / Standardize

•Evaluate Results / Standardize

*Generic patterns. Other versions exist. © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Fujio Cho & Russ Scaffede Example •Teach your managers the importance of “standards”. •Standards are a basis for comparison. •Without a standard I can’t objectively tell what has changed let alone improved. •With no “standard” there can be no “kaizen” -Time -Quantity -Quality -Cost -Etc.


Basis Stability & Toyota Production System • Level scheduling (Heijunka)

• Just-in-time (Kanban)

• Standardized work & Kaizen

• Visual management,

• Error

5S, Andon

proofing

TPS Visible elements


The Need For Basic Stability Customer

Process

Process

Availability 100%

Availability 70%

Quality 100%

Quality

C/O Flexibility 100%

C/O Time = 1 hour

Ideal!

Process

93.5%

Reality…

Note: Implementation starts with reality and keeps an eye on the ideal… © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Suggestions and Final Comments •Leaders and managers really matter… -Eiji Toyoda -Taiichi Ohno

•Problem solving and analytic ability is critical… -Classify -Quantify -Specify -Etc.

•Kaizen Patterns & Problem Solving > “Tools” Approach… -Manpower intensive?

-Material intensive? -Machine intensive?

What Method?

•Focus on the basics…it helped Toyota •Got to get results…if no results question your method! -Quality

-Cost -Productivity -Delivery -Etc. © Art of©Lean, Inc. Copyright 2005 Art of Lean, Inc.

Final Q&A
